Strategic Management at Honda Essay -- Business Management Studies

Strategic Management at Honda 1. Firstly what is strategic management? It is the process of specifying an organization’s objectives, developing policies and plans to achieve these objectives, and allocating resources so as to implement the plans. Strategic management is usually performed by the highest level of managers in the company. A company’s strategy must be realistic enough for it to achieve it; hence it must make sure it has the right resources to be able to cope with the strategy. An example of an overall business strategy may be to put the organization in a position where it can carry out its mission. Now to see how the definition of strategic management conforms to what’s been written about how Honda grew and developed its markets in the US. Firstly in the BCG account of how Honda grew into the US markets it quotes â€Å"the success of the Japanese manufactures originated with the growth of their domestic market during the 1950s.† To think strategically there are three big questions that need to be answered that are, where are we now? Where do we want to go? How will we get there? I believe the first question of thinking strategically is now answered, â€Å"where are we now† Honda must of seen that they have been successful in their own domestic market and are ready to go into other markets so at this point they must have been thinking where do they want to go next hence the second strategic question. Another quote from the BCG report, â€Å"†¦.the basic philosophy of the Japanese manufactures is the high volumes per model provide the potential for high productivity as a result of using capital intensive and highly automated techniques.† This now I believe has answered the third question of thinking strategically, â€Å"how will we get there.† Honda knew from the success of their own domestic market the key to their success was gaining economies of scale as the cost of producing motorbikes declined with the level of output. So this would be their way of entering the US markets as they also knew their competitors would have a scale economy disadvantage in technology and manufacturing. If we look at the second account of how Honda grew and developed its markets in the US we can see other ways of how its conforms with strategic management. Pascal’s version is based on interviews with the Japanese executives. They say they had no ... ...aving a formalised approach to strategy and implementations there are some disadvantages. Having a formalised strategy can mean a lot of time and thought need to be put into forming a good strategy which might mean a huge drawback in cost savings whereas this time and thought could be implemented elsewhere in the business. A formalised approach to strategy development can also mean a slow response when there is a change in the market. Developing a strategy and implementing as said before takes a long time and a lot of thought which in business means money so when there is a change in the market the strategy may not be relevant to the new situation which could consequently mean further cost occurring such as forming new strategies and responding to the new market situation. A situation like this can be learnt from Honda when they thought their larger bikes would sell as Americans liked bigger things and also they thought the Buddha like handlebar would assist in sales of these larger bikes, but when this was not the case and they learnt it was the smaller bikes (50cc) the consumers wanted they had to quickly change their main strategy and follow on with a new one.

Impact Of The Latest Advances In Technology On Recruitment And Selection

ABSTRACT In the face of a new era of downsizing, garnering of qualified workforce remains a key organizational goal. A commonly held view among the human resource managers is that the human resources are the most important assets of an organization and that they offer the only non-imitative competitive edge. As the point of entry, the process of recruitment and selection of employees plays a crucial role in enhancing the success and survival of the organization in the extremely competitive and turbulent business environment. This paper explores on how the latest advances in technology have impacted on the process of recruitment and selection of employees. Different aspects of the use of new technology will be examined including internet based recruitment, telephone and video conferencing, computer based testing and IVR or Automated telephone interviewing. This will include an overview of the potential advantages as well as challenges arising with the use of each wave of technology. INTRODUCTION In the face of a new era of downsizing, garnering of qualified workforce remains a key organizational goal (Bauer 2004). As the point of entry, the process of recruitment and selection of employees plays a crucial role in enhancing the success and survival of the organization in the extremely competitive and turbulent business environment. Traditionally, the recruitment and selection process relied on fairly low-tech methods such as employee referrals and newspaper ads, in locating and attracting qualified candidates (Lievens, et.al 2002). Successful job seeking included frequenting the local job center (Lievens, et.al 2002). This has however changed over the past few decades as a result of advances in technology. The recruitment process, just like all other business functions, has become increasingly tied to technology (Lievens, et.al 2002). The common practice of mailing applications and waiting to be called for an interview via a phone call has been trumped by technological advances which have eased communication. Technological advances such as internet-based recruitment and candidate assessment, computer-based testing, Interactive Voice Response (IVR), telephone and video-based interviews among other information technologies are now increasingly being used in recruiting and selecting qualified candidates (Chapman & Webster 2003). In this paper, we examine how the latest advances in technology have impacted on the process of recruitment and selection of employees. The following sections will explore on these technological advances, in particular, how they are impacting on recruitment and selection process. This will include an overview of the potential advantages as well as challenges arising with the use of each wave of technology. We begin by exploring on internet based recruitment, which involves recruitment via the web.a. INTERNET BASED RECRUITMENTThe most popular ways through which advances in technology have significantly impacted on recruitment and selection is through the internet. Organizations are increasingly making use of the internet technology, particularly the World Wide Web, as a platform for testing and recruiting potential candidates (Baron & Austin, 2000). Social networking websites, software and online job boards has helped in linking applicants to hiring professionals with focus on knowled ge, skills and abilities (Baron & Austin, 2000). Social networking sites such as LinkedIn, CareerBuilder, monster.com and universe.jobs hold millions of jobs and resumes in their databases (Neil 2003). These professional networking sites play a significant role in the process of recruitment and selection. LinkedIn, for example, is used as a business-oriented social networking site whereby applicants are linked with the employers. LinkedIn is widely used globally as a professional network service and has currently 90 million users (Neil 2003). It is currently valued at over $2.51 billion USD and operates in more than 200 countries (Neil 2003). Advances in technology have indeed shaped the process of recruitment and selection. Online ads are now the lead recruitment methods employed by employers. Recruitment and selection via the web has enabled the employers to build a ‘talent pool’ of qualified candidates and lessen their reliance on conventional print media (Thompson et al., 2008). This has led to significant cost savings as employers lessen their reliance on recruitment agencies (Thompson et al., 2008). In this regard, Harris & Dewar (2000) noted a significant reduction on the cost per-hire from $ 3,295 (for the conventional recruitment methods) to $377 (for internet based recruitment). There are many benefits arising with the use of internet based recruitment method as well challenges that it present to the organizations. It should be noted that internet based recruitment is not without its shortcomings, but the cons must be weighed against the pros in order to determine if this recruitment method is supported. BENEFITS OF INTERNET BASED RECRUITMENT The internet provides efficiency in the administration and scoring of test as the content can be easily modified and answers captured in electronic form (Van Hoye & Lievens 2007). It also enables routine checking of errors, automatic scoring of tests and provides instant feedback to the applicants (Van Hoye & Lievens 2007). This administrative ease enables recruiters to save on costs and time giving them a competitive hedge in the tight labour market. It also provides for increased flexibility for both the employer and applicants in the administration of tests and performance of work in varied geographical locations (Van Hoye & Lievens 2007). Moreover, the widespread of information in a globalized market widens access to a diverse geographical labour pool (Lievens & Harris 2003). Additionally, there is a greater transparency in the selection process as candidates are selected based on their skills, experience and competence (Lievens & Harris 200 3). CHALLENGES TO INTERNET BASED RECRUITMENT While it is apparent that online recruitment help cut on recruitment costs, increase efficiency and transparency in the selection process; there are some potentially major drawbacks. Due to the high number of applicants, screening and checking the authenticity and mapping of skills may be a time consuming exercise (Lievens & Harris 2003). The large number of indistinguishable resumes from the various applicants coupled with inadequate software and procedures may lead to poor results in the selection of the ideal candidate (Lievens & Harris 2003). This problem can largely be attributed to the existing methods for parsing resumes which is dependent on software that truncates and exclude the totality of content (Lievens & Harris 2003). Also, failure by the industry software to produce optimum candidate and position convergence may result in correspondingly low retention rates of the new employees hence costing client companies thousands of dollars (Lievens & Harris 2003). Despite having automated assistance, managing the workload remains a daunting task for HR managers. While software has reduced on the number of resumes from the applicants, that would otherwise be manually reviewed, it has not been successful in narrowing candidate resume pools to the ideal qualified applicants (Harris & Dewar 2000).It should be noted that most of the software employed in the process of recruitment and selection generally uses rudimentary lexical and semantic algorithms (Harris & Dewar 2000). These algorithms tend to generate a large candidate pool with most candidates insufficiently suitable for effective use (Harris & Dewar 2000). This is because the industry software lacks the ideal filtering capabilities necessary for the proper parsing of resume. Crucial data that could help in identifying the ideal candidate and position convergence is therefore lost. Without sufficient data, there is not enough variance that could be used in distinguishing among candidate and position suitability (Harris & Dewar 2000). This next section will explore on interactive voice response (IVR) which is also known as automated telephone interviewing. The method is also gaining popularity and is increasingly being used by firms in recruiting and selecting new hires. b. AUTOMATED TELEPHONE INTERVIEWING/INTERACTIVE VOICE RESPONSE (IVR) The use of interactive voice response (IVR) which also referred to as automated telephone interviewing is one of the newest ways to recruiting and selecting new hires (Thompson et.al 2008). IVR technology allows for human interaction with the computer via a telephone keypad or through the use of voice recognition (Thompson et.al 2008). This wave of technology is increasingly gaining popularity in the recruitment and selection of employees due to its many advantages. ADVANTAGES OF THE IVR IVR is an easily accessible technology. Take for example the United States where 95% of the households own phones (Thompson et.al 2008). With IVR, applicants can initiate the interview at any time. The applicants or potential employees can initiate an interview by simply making a phone call to a toll-free phone number and be automatically interviewed without any intervention from the operator (Thompson et.al 2008). IVR or rather automated telephone interviewing can help in eliminating interview biases (Thompson al 2008). It is highly cost effective in screening the candidate pool. DISADVANTAGES OF USING IVR While IVR is increasingly being used by many businesses to cut on the costs and give a better experience, it is not without its shortcomings. One of the greatest challenges to using IVR systems in recruitment and selection of employees is that the users find it hard to follow telephone menus and lengthy instructions (Thompson et.al 2008). Also, IVR screening is considered lower in terms of treatment and openness as well as in reconsideration opportunities than the conventional face to face interviewing (Thompson al 2008)..c. TELECONFERENCING AND VIDEO CONFERENCINGThere is also the use of telephone and video conferencing. Teleconferencing involves setting up of a conference telephone call between the selection committee and potential candidates (Gilliland 1993). Job interviews by teleconferencing are common where the applicant and the selection committee are located in geographically sparse regions. Video conferencing, on the other hand, involves the combination of both the audio and video transmissions, hence allowing for communication to take place by a way of an audio visual link (AVL) (Gilliland 1993). With video confer encing, both the applicant and selection committee members are able to share their views and at the same time see each other on the screen. BENEFITS OF VIDEO CONFERENCING Despite reducing the in-person meetings, video teleconferencing as well offer the advantages of face to face communication (Gilliland 1993). There is also significant cost reduction for both the applicant and the employer as there is no need of travelling and associated costs of lodging and meals (Gilliland 1993). There is also the added environmental benefit as a reduction in traveling implies a reduction in greenhouse gas emissions (Gilliland 1993). Further, upon placement this technology allows for the continued collaboration with the team members from remote locations (Gilliland 1993). CHALLENGES OF VIDEO CONFERENCING Similar to other technological innovations, video conferencing is not without its shortcomings. There might be a difference in time zones when conferencing in remote geographical locations (Gilliland 1993). Also, some of the human ways to communicating may not translate well with video conferencing (Gilliland 1993). For example, eye contact may not be easily delivered through a webcam, unlike in the conventional face-to-face interviewing where one can easily make eye contact and judge whether the interviewee is paying due attention. Last but not least, we explore on how computer based testing has impacted on recruitment and selection process.d. COMPUTER BASED TESTINGThe use of computer based interviews has increased in the recent years with a wide range of organizations utilizing computer-based online tests for selection purposes (Aptitude/psychometric tests) (Chapman & Webster, 2003). There are several reasons for increased reliance on psychometric tests in the recruitment and selection of employees. Key among these is the increased regulation and legislation, and loss of confidence in academic qualifications (Chapman & Webster, 2003). INCREASED REGULATION AND LEGISLATION Reliance on test use in the selection process has been used as a defensive strategy to regulation and legislation (Chapman & Webster, 2003). Tests are seen as objective indicators of how the skills of potential candidates align with the job description (Chapman & Webster, 2003). These competency tests promote fairness and equal access to opportunities available. LOSS OF CONFIDENCE IN ACADEMIC QUALIFICATIONS There is a growing body of evidence for a loss of confidence with the formal academic qualifications. This is largely attributed to bad governance and corrupt institutions that may award degrees or certificates to incompetent individuals. As such, competency based tests are increasingly being used in screening the candidate pool and in identifying candidates with skills that align with the â€Å"competency profile† for the job in question (Chapman & Webster, 2003). Computer based testing facilitates the selection process by quickly pinpointing the candidates ability more accurately (Chapman & Webster, 2003). Take for example the BULATS online test, a robust business English language test, which is widely used in helping organizations make timely decisions in the recruitment process (Chapman & Webster, 2003). This online test provides a fast and more accurate method of pinpointing the candidates’ ability and suitability to work by using adaptive testing techniques (Chapman & Webster, 2003). CONCLUSION Clearly, we have identified a number of benefits to using technology for purposes of recruiting and selecting job applicants. A quick recap of some of the benefits include increased efficiency in the administration and scoring of tests, increased flexibility, greater transparency, reduction in biases, widened access to a diverse geographical pool of potential candidates, and cost reduction among others. There are however challenges arising with the use of technological advances in recruitment and selection process. For example, the exercise may be time consuming as a large number of applicants need to be screened. Other shortcomings include poor results due to inadequate software and procedures, and difficulties in filtering of potential candidates, among others. Nonetheless, the latest advances in technology have significantly impacted on recruitment and selection process. As pointed out by Kay (2000), the power of the Web and e-technology has changed the way recruitment and selections of employees occur. Technological advancements and the ubiquity of the internet (especially with social networking) have become powerful additions to the process of recruitment and selection. However, these should not be considered as the only solutions to finding the ideal candidate. While changes are still underway, it is clear that advances in technology have dramatically impacted on the recruitment and selection process. REFERENCES Bauer, et.al, 2004. â€Å"Applicant reactions to different selection technology: face-to-face, interactive voice response and computer-assisted telephone screening interviews†, International Journal of selection and assessment, Portland State University: Blackwell publishing ltd. Baron, H., & J. Austin, 2000. Measuring ability via the Internet: Opportunities and issues. Paper presented at the Annual Conference of the Society for Industrial and Organizational Psychology, New Orleans, LA. Chapman, D.S., & J. Webster, 2003. â€Å"The use of technologies in recruiting, screening and selection processes for job candidates†, International journal of selection and assessment, Vol.11 (2), pp. 113-120 Gilliland, S.W, 1993. â€Å"The perceived fairness of selection systems: an organizational justice perspective†, Academy of management review, 18, pp.694-734 Harris, M., and K. Dewar, 2000. Understanding and using web-based recruiting and screening tools: key criteria, current trends and future directions. Workshop presented at annual meeting of the society for industrial and organizational psychology, San Diego, CA. Kay, A. S., 2000. â€Å"Recruiters embrace the Internet.† Informationweek: pp.72-80. Lievens, F., K. Van Dam and N. Anderson, 2002. â€Å"Recent Trends and Challenges in Personnel Selection†. Personnel Review, 31 (5-6), 580-601 Lievens, F., & M.M. Harris, 2003. â€Å"Research on Internet Recruiting and Testing: Current Status and Future Directions†. In: C.L. Cooper & I.T. Robertson (Eds.) International Review of Industrial and Organizational Psychology, Chicester: John Wiley & Sons, Ltd. vol. 16., pp. 131-165. Neil, A., 2003. â€Å"Applicant and recruiter reactions to new technology in selection: a critical review and agenda for future research†, International journal of selection and assessment, Vol. 11 (2) Thompson, L. F., P.W. Braddy, and K.L. Wuensch, 2008. E-Recruitment and the Benefits of Organizational Web Appeal. Computers in Human Behavior, 24 (5), 2384-2398. Tourangeau, R., D.M. Steiger & D.Wilson, 2002. â€Å"Self-administered questions by telephone: evaluating interactive voice response†, public opinion quarerly, 6, pp.265-278 Van Hoye, G. and F. Lievens, 2007. â€Å"Investigating Web-Based Recruitment Sources: Employee Testimonials versus Word-of-Mouse†. International Journal of Selection and Assessment, 15 (4), 372-382.

Cactus Hill (USA) - Possible Preclovis Site in Virginia

Cactus Hill (Smithsonian designation 44SX202) is the name of a buried multi-component archaeological site on the coastal plain of the Nottaway River in Sussex County, Virginia. The site has both Archaic and Clovis occupations, but most importantly and once quite controversially, below the Clovis and separated by what appears to be a variably thick (7–20 centimeters or about 3–8 inches) level of sterile sand, is what excavators argue is a Pre-Clovis occupation. Data from the Site Excavators report that the Pre-Clovis level has a stone tool assemblage with heavy percentages of quartzite blades, and pentangular (five-sided) projectile points. Data on the artifacts has yet to be published in detailed peer-reviewed contexts, but even skeptics agree the assemblage includes small polyhedral cores, blade-like flakes, and basally thinned bifacial points.   Numerous projectile points were recovered from the various levels of Cactus Hill, including Middle Archaic Morrow Mountain Points and two classic fluted Clovis points. Two projectile points from what are thought to be Pre-Clovis levels are named Cactus Hill points. Based on the photographs published in Johnson, Cactus Hill points are small point, made from a blade or flake, and pressure flaked. They have slightly concave bases, and parallel to slightly curved side margins. Radiocarbon dates on wood from the Pre-Clovis level range between 15,070 ±70 and 18,250 ±80 RCYBP, calibrated to approximately  18,200–22,000 years ago. Luminescence dates taken on feldspar and quartzite grains in the various levels of the site agree, with some exceptions, with the radiocarbon assays. The luminescence dates suggest that the site stratigraphy is primarily intact and has been little affected by the movement of artifacts down through the sterile sand. Seeking the Perfect Pre-Clovis Site Cactus Hill is still somewhat controversial, in part no doubt because the site was among the earliest to be considered Preclovis in date. The Pre-Clovis occupation was not stratigraphically sealed and artifacts were assigned to Pre-Clovis levels based on their relative elevation in an environment of sand, where bioturbation by animals and insects can easily move artifacts up and down in a profile (see Bocek 1992 for a discussion). Further, some of the luminescence dates on the Pre-Clovis level ranged as young as 10,600 to 10,200 years ago. No features were identified: and, it must be said that the site is just not a perfect context. However, other, completely credible Pre-Clovis sites have been and continue to be identified, and Cactus Hills shortcomings may today be of less significance. Multiple instances of fairly secure preclovis sites in North and South America, particularly in the Pacific Northwest and along the Pacific coast, have made these issues seem less compelling. Further, the Blueberry Hill site in the Nottoway River valley (see Johnson 2012) also reportedly contains cultural levels stratigraphically below Clovis-period occupations. Cactus Hill and Politics Cactus Hill isnt a perfect example of a Pre-Clovis site. While the west coast presence of Pre-Clovis in North America is accepted, the dates are pretty early for an east-coast site. However, the context for the Clovis and Archaic sites also in the sand sheet would be similarly imperfect, except that Clovis and American Archaic occupations are firmly accepted in the region and so no one questions their reality. The arguments concerning when and how people arrived in the Americas are slowly being revised, but the debate will likely continue for some time to come. Cactus Hills status as a credible evidence of preclovis occupation in Virginia remains one of those questions yet to be fully resolved. Sources Feathers JK, Rhodes EJ, Huot S, and MJM. 2006. Luminescence dating of sand deposits related to late Pleistocene human occupation at the Cactus Hill Site, Virginia, USA. Quaternary Geochronology 1(3):167-187.Goebel T. 2013. Archaeological Records: Global expansion 300,000–8000 years ago, Americas. In: Mock SAEJ, editor. Encyclopedia of Quaternary Science (Second Edition). Amsterdam: Elsevier. p 119-134.Goebel T, Waters MR, and O’Rourke DH. 2008. The Late Pleistocene Dispersal of Modern Humans in the Americas. Science 319:1497-1502.Johnson MF. 2012. Cactus Hill, Rubis-Pearsall and Blueberry Hill: one is an accident; two is a coincidence; three is a pattern – predicting old dirt in the Nottoway river valley of Southeastern Virginia, U.S.A. Exeter: University of Exeter.Wagner DP, and McAvoy JM. 2004. Pedoarchaeology of Cactus Hill, a sandy Paleoindian site in southeastern Virginia, U.S.A. Geoarchaeology 19(4):297-322.Wagner DP. 2017. Cactus Hill, Virginia. In: Gilber t AS, editor. Encyclopedia of Geoarchaeology. Dordrecht: Springer Netherlands. p 95-95.